Organizational Change: Develop a Collaborative Workplace Culture
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You know that in implementing any major organizational change initiative, there will be resistance to it. The talk turns to the use of power, conflict, and coalitions. You decide to help the group by doing some research on these concepts to understand how they play out in moving the change forward and in resistance to any change.
You identify the following areas for your research:
How does power move a change initiative forward, and how is it used to block changes?
What can HR and senior leadership do to use power to move change levers?
How can conflict be a powerful tool for organization change and growth?
How can HR and senior leadership determine when and how to use conflict?
Coalitions move the organizational culture in many directions (and block movements as well). How can the organization determine which coalitions are helping the change and which are blocking the change?
How can you use that information to help move the organization toward the desired future state of the change?
Be sure to provide examples.
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Solution Summary
This solution provides a detailed discussion of a series of questions related to organizational change.
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ORGANIZATIONAL CHANGE
How does power move a change initiative forward, and how is it used to block changes?
Every organization has an element of power that influences the direction of a change initiative. The proper management of this power however is a thin rope that most managers are only too aware off, the lack of which is accountable for the many failure rates within many organizations. Most managers need to remember that in any change initiative, the most important link to take into consideration is how the change initiative affects the employees (Gilbert, 2010). However, probably the most important element in determining how power moves a change initiative forward is with the realization that change initiatives call for leading and not managing. While leadership is mostly concerned with the status quo, leadership on the other hand concentrates on change. Leaders will usually have followers since they always start the change process via example; they take responsibility, they own the process. It is only via leadership that motivation can be nurtured in an organization enough to alter the actions needed to move a change initiative forward. Only leadership can make sure that change sticks (Kotelnikov, n.d).
Alternatively, power has also been known to block change initiatives. Since change initiatives are proactive in nature, power can be an obstacle to such when leaders fail to communicate effectively on the change process to their subordinates. When many large organizations propose change, it becomes unfortunate at the way this gets communicated downwards. Change calls for any power holder to acquire new skill sets and to let to of any past assumptions and practices. However, this does not imply the abandonment of an organization's core values (Geisler, n.d.). For example, a change initiative that requires employees to change their dress code can only start ...
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